Uses the "thinker feeler" spectrum to discover natural strengths and guides the development of a management style from that.

Professional success, more often than not, means becoming a manager. Yet nobody prepared you for having to deal with messy tidbits like emotions, conflicts, and personalities—all while achieving ever-greater goals and meeting ever-looming deadlines. Not exactly what you had in mind, is it? Don't panic. Devora Zack has the tools to help you succeed and even thrive as a manager. Drawing on the Myers-Briggs Type Indicator, Zack introduces two primary management styles—thinkers and feelers—and guides you in developing a management style that fits who you really are. She takes you through a host of potentially difficult situations, showing how this new way of understanding yourself and others makes managing less of a stumble in the dark and more of a walk in the park. Her enlightening examples, helpful exercises, and lifesaving tips make this book the new go-to guide for all those managers looking to love their jobs again.

More often than not, professional success means becoming a manager. Yet nobody prepared you for how to deal with the emotions, conflicts, and personalities you'll encounter in that role. In this video workshop, consultant Devora Zack teaches the tools you need succeed--and even thrive!--as a manager. Zack introduces two primary management styles--thinkers and feelers--and helps you develop a management style that fits who you really are. With the help of enlightening examples, dynamic exercises, and lifesaving tips, she guides you through a range of challenging situations, demonstrating how her innovative approach makes managing less of a stumble in the dark. Discover why many people dislike the role of “manager” Identify and accept your temperament Learn how to capitalize on your strengths Explore the Thinker-Feeler personality spectrum Examine the interplay between thinking-feeling and introversion-extroversion Apply The Platinum Rule, the ERSA method, and numerous other cutting edge tools Gain techniques to identify others' styles and motivate based on their primary drivers Increase your self-awareness Devora Zack, CEO of Only Connect Consulting, is a global keynote speaker, consultant, and coach with 100+ clients such as Cornell University, Smithsonian, Australian Institute of Management, U.S. Department of Education, and Mensa. Her books, Singletasking , Networking for People Who Hate Networking , and Managing for People Who Hate Managing , are published in over 25 languages. She has been featured on ABC-TV, Fox Business, USA Today, Wall Street Journal, Forbes, and Fast Company.

Managing Humans is a selection of the best essays from Michael Lopp's popular website Rands in Repose(www.randsinrepose.com). Lopp is one of the most sought-after IT managers in Silicon Valley, and draws on his experiences at Apple, Netscape, Symantec, and Borland. This book reveals a variety of different approaches for creating innovative, happy development teams. It covers handling conflict, managing wildly differing personality types, infusing innovation into insane product schedules, and figuring out how to build lasting and useful engineering culture. The essays are biting, hilarious, and always informative.

Provides an irreverent look at waiting at check-in, security gate, crowded seating, and airline food.

Change the way you think about work (and life) by focusing on results—and only results Why Managing Sucks and How to Fix It shows how the Results-Only Work Environment (ROWE) mindset can make you or your organization more entrepreneurial, more connected with the broader trends in your industry, and more willing to take smart risks. It explains how to set clear expectations and focus on the endpoint as opposed to managing the process that gets you there. With eyes set on getting rid of distractions, long meetings, and unnecessary updates, this book offers quick, everyday strategies to experience huge increases in productivity (without adding resources) and dramatic drops in turnover. Authors Ressler and Thompson began their work together at Best Buy where they are credited with revolutionizing the workplace Reframes thinking away from counting on general availability (Where's Bob?) to creating clear expectations (Does Bob know exactly what's expected of him?) Explains how to reduce the number of meetings while increasing their quality Shows how to eliminate scheduled events in order to increase critical thinking and improve communication ROWE is a bold, cultural transformation that permeates the attitudes and operating style of an entire workplace, leveling the playing field and giving people complete autonomy—to manage their measurable results using adult common sense.

From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together

“Robbins’s comic philosophical musings reveal a flamboyant genius.”—People Still Life with Woodpecker is a sort of a love story that takes place inside a pack of Camel cigarettes. It reveals the purpose of the moon, explains the difference between criminals and outlaws, examines the conflict between social activism and romantic individualism, and paints a portrait of contemporary society that includes powerful Arabs, exiled royalty, and pregnant cheerleaders. It also deals with the problem of redheads.

Since German reunification in 1990, there has been widespread concern about marginalized young people who, faced with bleak prospects for their future, have embraced increasingly violent forms of racist nationalism that glorify the country's Nazi past. The Management of Hate, Nitzan Shoshan’s riveting account of the year and a half he spent with these young right-wing extremists in East Berlin, reveals how they contest contemporary notions of national identity and defy the clichés that others use to represent them. Shoshan situates them within what he calls the governance of affect, a broad body of discourses and practices aimed at orchestrating their attitudes toward cultural difference—from legal codes and penal norms to rehabilitative techniques and pedagogical strategies. Governance has conventionally been viewed as rational administration, while emotions have ordinarily been conceived of as individual states. Shoshan, however, convincingly questions both assumptions. Instead, he offers a fresh view of governance as pregnant with affect and of hate as publicly mediated and politically administered. Shoshan argues that the state’s policies push these youths into a right-extremist corner instead of integrating them in ways that could curb their nationalist racism. His point is certain to resonate across European and non-European contexts where, amid robust xenophobic nationalisms, hate becomes precisely the object of public dispute. Powerful and compelling, The Management of Hate provides a rare and disturbing look inside Germany’s right-wing extremist world, and shines critical light on a German nationhood haunted by its own historical contradictions.

You play it cool, letting your team take half days on Friday and overlooking the occasional latecomer to the office. You stand up for your people and make sure they know you’re there for them, but they still hate working for you. What gives? Well, you’re clearly screwing something up, and it’s time you find out what it is. It’s frustrating. You’ve put in the work and finally made it to the management team, and you haven’t stopped there. You show up first and leave last. You’re there every time one of your employees needs something. To any outsider looking in, you’re killing this management thing. But still, your employees want nothing to do with you. They scoff when you tell them what to do and suddenly get quiet when you walk into the room. You know you have to get your team behind you if you’re going to stay on the management team. Chances are it’s not about what you’re doing right--it’s about what you’re doing wrong. How Not to Manage is filled with interviews and stories of people who were being held back by the things they didn’t realize were working against them. The workplace is a minefield filled with politics and unspoken rules. This book is here to teach you: How you’re screwing it up and what to do about it How other people screwed it up before figuring it out What you should stop doing immediately What you should be doing more of Now, stop panicking and letting frustration hold you back. This book is the tool you need to get your team on your side and rock the manager title!